Until DoD’s business transformation management framework is institutionalized and covers responsibilities for all aspects of business transformation, it will be hard for DoD to integrate related initiatives into a sustainable, enterprise-wide approach to successfully resolve weaknesses in business operations that are at high risk of waste, fraud, and abuse, the report said.
It said the department has not clearly defined or institutionalized interrelationships, roles and responsibilities, or accountability for establishing a management framework for overall business transformation.
It also cited internal discord about the roles of senior leadership committees within DoD, such as the Defense Business Systems Management Committee, established in 2005 to review and approve the business enterprise architecture — or blueprint — and new business systems modernization investments, and the Business Transformation Agency, which currently reports to the vice chair of the DBS management committee, to coordinate and lead business transformation across the department.
DoD also must overcome two critical challenges, among several others, if it is to maintain and ensure success, the report said.
It said the department is badly in need of a comprehensive, integrated, and enterprise-wide plan or set of linked plans, supported by a planning process that sets a strategic direction for overall business transformation efforts, prioritizes initiatives and resources, and monitors progress.
